This article presents an integrated construct of servant leadership, derived from a review of the literature, and develops subscale items to measure 11 potential dimensions of servant leadership: calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building. Data from 80 leaders and 388 raters were used to test the internal consistency, confirm factor structure, and assess convergent, divergent, and predictive validity. The results produced five servant leadership factors—altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship—with significant relations to transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness. The strong factor structures and good performance in all validity criteria indicate that the instrument offers value for future research. The refined construct of servant leadership is labeled as altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship, which appear to be conceptually and empirically distinct. The study also highlights the distinguishing nature of servant leadership, particularly in its impact on leader-member exchange quality and its predictive validity for employee outcomes.This article presents an integrated construct of servant leadership, derived from a review of the literature, and develops subscale items to measure 11 potential dimensions of servant leadership: calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building. Data from 80 leaders and 388 raters were used to test the internal consistency, confirm factor structure, and assess convergent, divergent, and predictive validity. The results produced five servant leadership factors—altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship—with significant relations to transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness. The strong factor structures and good performance in all validity criteria indicate that the instrument offers value for future research. The refined construct of servant leadership is labeled as altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship, which appear to be conceptually and empirically distinct. The study also highlights the distinguishing nature of servant leadership, particularly in its impact on leader-member exchange quality and its predictive validity for employee outcomes.